For many years, both of us have been working with digital technologies and computerized decision support and analytics. Over the years, we have observed both successes and failures, shattered expectations for new decision support systems, ongoing technology obsolescence, and magnificent technology innovations. We have experienced digital transformation in many industries, including retailing at Amazon, streaming video at Netflix, transportation at Uber, and accommodations at Airbnb. Computing and information technologies have changed the world and will continue to do so.
This book is wide ranging in its coverage of digital transformation, but it is primarily focused upon how expanding data sources can improve data-based decision making and help realize successful changes in organizations. The goal of the book is to help managers anticipate and thrive in the disruptive, data intensive digital environment facing many organizations.
Writing this book has been a transformative journey for us and we acknowledge it builds on the prior ideas of many researchers, experts, and bloggers. For more than a year, we have explored the riddle of how managers can cope with digital disruption. We found consensus that the competitive problem of digitalization was real. We found examples of entrepreneurs and managers implementing new business models and taking strategic actions intended to use digital technologies for competitive advantage. In some cases, actions seemed short term and mere repairs to outdated processes, rather than significant changes to processes and business models. In other cases, the transformation was innovative and extraordinarily successful.
This book is targeted for managers, especially middle-level managers who are trying to come to grips with using data-based decision making in a transforming organization. We encourage managers to practice thoughtful, ethical, data-based decision making.